Early in the 1980s Dr. de Bono invented the Six Thinking Hats method. The method is a framework for thinking and can incorporate lateral thinking. Valuable judgmental thinking has its place in the system but is not allowed to dominate as in normal thinking. Dr. de Bono organized a network of authorized trainers to introduce the Six Thinking Hats. Advanced Practical Thinking (APTT), of Des Moines, Iowa USA, licenses the training in all parts of the world except Canada (and now, Europe). APTT organizes the trainers and supplies the only training materials written and authorized by Dr. de Bono. Read the rest of this entry »
Not long ago, I spoke with the CFO of a major New York-based corporation. Clearly frustrated, he explained that everyone in his department worked 60 hours a week or more – they always had and, as far as he was concerned, they always would. But they were having no luck finding young employees willing to join. “Everyone says that they’re willing to work 35 hours a week, maybe 40 in a pinch,” he complained. “I need you to come in and talk to these prospective employees.” Read the rest of this entry »
Other than your own coaching, if you had to recommend one leadership development process what would it be?
I have observed one leadership development process that builds leaders and helps companies make money at the same time – action learning. After seeing how action learning worked at GE and IBM, I am surprised that more companies don’t do it. My friend, Chris Cappy, has spent years in GE, IBM and other major companies implementing action learning. I will let Chris describe the basics of how this process works: Read the rest of this entry »
Real leadership is never a matter of mere formal authority. Leaders are effective when other people acknowledge them as such–by listening seriously to their ideas, valuing and following their suggestions for action, and turning to them for advice. Read the rest of this entry »
How do people deal with difficult events that change their lives? The death of a loved one, loss of a job, serious illness, terrorist attacks and other traumatic events: these are all examples of very challenging life experiences. Many people react to such circumstances with a flood of strong emotions and a sense of uncertainty. Read the rest of this entry »
A few months ago I was lucky enough to work with someone who really understood resilience. Atef was one of a small group of international leaders I was coaching in London. On the first day, by way of introductions, I had asked them to describe their roles, their current business issues and a little about their backgrounds. Read the rest of this entry »
Question for Ask the Coach:
What advice do you have for a leader whose bosses say needs to exhibit more self-confidence while still being collaborative and authentic? Read the rest of this entry »
I have to tell one of my long-standing suppliers that we’re cutting back orders 50%. We’re their biggest client — and I know it will be devastating.
The new hire worked all night on the presentation, but there were big mistakes in it, and I’ve got to tell her before she makes them again. Read the rest of this entry »
Early in the 1980s Dr. de Bono invented the Six Thinking Hats method. The method is a framework for thinking and can incorporate lateral thinking. Valuable judgmental thinking has its place in the system but is not allowed to dominate as in normal thinking. Dr. de Bono organized a network of authorized trainers to introduce the Six Thinking Hats. Advanced Practical Thinking (APTT), of Des Moines, Iowa USA, licenses the training in all parts of the world except Canada (and now, Europe). APTT organizes the trainers and supplies the only training materials written and authorized by Dr. de Bono. Read the rest of this entry »
Other than your own coaching, if you had to recommend one leadership development process what would it be?
Real leadership is never a matter of mere formal authority. Leaders are effective when other people acknowledge them as such–by listening seriously to their ideas, valuing and following their suggestions for action, and turning to them for advice. 
A few months ago I was lucky enough to work with someone who really understood resilience. Atef was one of a small group of international leaders I was coaching in London. On the first day, by way of introductions, I had asked them to describe their roles, their current business issues and a little about their backgrounds. 
I have to tell one of my long-standing suppliers that we’re cutting back orders 50%. We’re their biggest client — and I know it will be devastating.